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Hello, everybody. How is everybody doing? How are you enjoying your I.

C m 2000 and 22? I hope it's been a blast.

Now I have a little time to explain to you a little bit about our sugar beet strategy,

as many other be used.

We have divided our strategy into four

strategic pillars or for strategic initiatives,

effective weed control, stress solutions, digital farmers,

success and our core business.

Let me dig in a little bit about effective well control.

Effective weight control has always been a core part of the

sugar beet strategy we started a few years ago with brown

sugar beets in the US, which was highly effective.

Inspired by the success of this technology,

we developed computer smart here for the European market.

We've seen that this technology has spread widely

in the European market and even beyond,

with strong success in East Europe and also other markets.

However, these traits are not perfect.

We've seen some glyphosate resistant weeds coming up in the US,

and therefore we have developed true vera,

which is a more flexible tool that allows the use of more most of actions.

We expect to launch this technology later in the decade.

We also have to look at what happens when we

don't have herbicides or we have a limited use thereof.

We are looking into robots for mechanical weed control,

and we're trying to develop a business model that

will help us bundle our products with this service.

Now let's look a little bit deeper at

what we're doing for developing stress solutions.

You've probably all heard about Sierra Plus we launched last year and more broadly,

this year.

CIA Plus is a trait that helps better tolerate cyclospora pressure.

We expect that two thirds of the global acreage will have

CIA plus trade in the medium to high pressure markets.

With the loss of neonics,

yellow virus and other viruses that are

transmitted to insects are becoming more relevant.

We expect that we will develop traits that

will need the support of other chemicals or

agricultural practises or treatments to help come without

full solution for insect and yellow virus.

Another area we're developing our biologicals.

We've tested a broad range of biologicals to help the

implantation of sugar beets and have a better seat stand.

Another key stress is drought tolerance or heat stress

we see with climate change, and this is becoming more relevant.

We're trying to select plants that resist better these conditions

and can express their performance in a better way.

Finally, here is something that we were looking into, many in many crops.

Insect tolerance is something that is going to take some time,

but we're using every tool available to us to

find ways to deal with this with these pests.

Now let's look at digital farmers success.

When we look at digital farmers success,

we try to focus on getting better access to our farmers.

This is commercially through direct sales.

Are online sales using our Web shops but also using our tools?

We're trying to develop tools that support the use

of our products in a better way for stewardship,

for what to do,

certain applications with spray timers or something that tells us

a little bit about the conditions in the field.

Lastly, let's talk about our core business.

We have done many investments to build out our production facilities to

be able to cope with the demand that we have in many,

many markets.

We continue to invest in breeding and to be the leaders in innovation

in sugar bee breeding to develop the best solutions and the best varieties.

We also have a decent businesses like Beat Fiji.

We have specialised in the development of technology to

to measure the quality of seats in the of beats in

the field and in the sugar factory with our Petri metre.

We have a dual brand strategy in both the North American market

and here in Europe that supports us gaining more market share.

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